Opening presentation by Lora Cecere, Founder of Supply Chain Insights for the Supply Chain Insights Global Summit. The focus of the conference is Imagining Supply Chain 2030. With 95% of companies stuck in driving balance sheet improvement through supply chain processes, Lora is attempting to build a guiding coalition to help business leaders think differently and drive new outcomes.
Each year Supply Chain Insights publishes data on the supply chains to admire based on public balance sheet data. The methodology evaluates retailers, manufacturers, and distributors on performance, improvement, and value. This year's winners include Ahold, Apple, AbbVie, Broadcom, BorgWarner, Continental AG, Capri Holdings, Dollar General, Eastman Chemical, Ecolab, LuluLemon, Herman Miller, Intuitive Surgical, L'Oreal, Lockheed Martin, Leggett & Platt, Monster Beverages, Paccar, Packaging Corporation of America (PCA), Ross Stores, Sleep Number, Ubiquiti Networks, and TJX.
Post Covid-19 Recovery: Building Better Supply ChainsLora Cecere
Today, supply chain leaders are facing a global pandemic and a redefinition of business models along with unprecedented unemployment. This time is anything BUT business as usual. The traditional supply chain, stuck before the pandemic, is unequal to the challenge. Today, I presented my thoughts on how to build better supply chains to the the Supply Chain Canada trade association.
Current State of Sales and Operations PlanningLora Cecere
Summary document on research from over 100 companies on the current state of Sales and Operations Planning. The average company has seven processes and feels significantly less satisfied in 2019 than in 2016. Business complexity outpaces process and technology evolution. Companies deploying SAP APO or IBP rate themselves significantly behind peer group due to the lack of what if modeling and modeling capabilities.
Digital Supply Chain - Insights on Driving the Digital Supply Chain Transform...Lora Cecere
Executive Summary
It started with the internet, and the drum beat continues. Mobile. Social. Cloud. Digital Products. Telematics. The Internet of Things. The list of enablers is endless.
Over the last decade, digital marketing departments quickly took advantage of new technologies to power marketing capabilities. As a result, companies have new products and services; but, over the last decade there has been little change in supply chain processes.
There is a great divide in organizations today. There are digital teams in marketing while there are traditional supply chain processes in operations. Many supply chain leaders are asking how they digitize their supply chain practices. This report is designed to help. Here we share a five-step process to get started, and we provide insights from recent research on how to transform manufacturing processes.
What Is Digital Business?
Digitization transforms businesses. A digital business model uses new forms of technology to create new forms of revenue and business value. It is about the use of combinations of technologies to sense changes in real-time and shape a meaningful output.
Digital business is about much, much more than the redefinition of business processes for B2B and B2C. While e-business strategies are foundational, and necessary, it is about more than e-business. In today’s supply chain, while B2C models are well defined and new supply chain models have embraced and redefined e-commerce delivery, B2B processes lag B2C. Today, only 9% of B2B commerce business flows through business networks. There are no digital B2B officers. Companies have been slow to adopt new forms of B2B.
Each year Supply Chain Insights publishes data on the supply chains to admire based on public balance sheet data. The methodology evaluates retailers, manufacturers, and distributors on performance, improvement, and value. This year's winners include Ahold, Apple, AbbVie, Broadcom, BorgWarner, Continental AG, Capri Holdings, Dollar General, Eastman Chemical, Ecolab, LuluLemon, Herman Miller, Intuitive Surgical, L'Oreal, Lockheed Martin, Leggett & Platt, Monster Beverages, Paccar, Packaging Corporation of America (PCA), Ross Stores, Sleep Number, Ubiquiti Networks, and TJX.
Post Covid-19 Recovery: Building Better Supply ChainsLora Cecere
Today, supply chain leaders are facing a global pandemic and a redefinition of business models along with unprecedented unemployment. This time is anything BUT business as usual. The traditional supply chain, stuck before the pandemic, is unequal to the challenge. Today, I presented my thoughts on how to build better supply chains to the the Supply Chain Canada trade association.
Current State of Sales and Operations PlanningLora Cecere
Summary document on research from over 100 companies on the current state of Sales and Operations Planning. The average company has seven processes and feels significantly less satisfied in 2019 than in 2016. Business complexity outpaces process and technology evolution. Companies deploying SAP APO or IBP rate themselves significantly behind peer group due to the lack of what if modeling and modeling capabilities.
Digital Supply Chain - Insights on Driving the Digital Supply Chain Transform...Lora Cecere
Executive Summary
It started with the internet, and the drum beat continues. Mobile. Social. Cloud. Digital Products. Telematics. The Internet of Things. The list of enablers is endless.
Over the last decade, digital marketing departments quickly took advantage of new technologies to power marketing capabilities. As a result, companies have new products and services; but, over the last decade there has been little change in supply chain processes.
There is a great divide in organizations today. There are digital teams in marketing while there are traditional supply chain processes in operations. Many supply chain leaders are asking how they digitize their supply chain practices. This report is designed to help. Here we share a five-step process to get started, and we provide insights from recent research on how to transform manufacturing processes.
What Is Digital Business?
Digitization transforms businesses. A digital business model uses new forms of technology to create new forms of revenue and business value. It is about the use of combinations of technologies to sense changes in real-time and shape a meaningful output.
Digital business is about much, much more than the redefinition of business processes for B2B and B2C. While e-business strategies are foundational, and necessary, it is about more than e-business. In today’s supply chain, while B2C models are well defined and new supply chain models have embraced and redefined e-commerce delivery, B2B processes lag B2C. Today, only 9% of B2B commerce business flows through business networks. There are no digital B2B officers. Companies have been slow to adopt new forms of B2B.
Presentation prepared for the EyeOn conference on the Future of Supply Chain Technologies to be presented in Rotterdam on November 12th. Small group discussion on the future of supply chain.
Presentation Given at the Annual CSCMP Event on September 25Lora Cecere
Presentation given in the Supply Chain Finance Track on the Supply Chains to Admire. Presentation given by Lora Cecere, Founder of Supply Chain Insights, Sam Borthwick, Research Associate, Supply Chain Insights and Brian Tessier, VP of Innovation, Schneider Electric
Today only one in three business leaders are satisfied with their supply chain. One of the issues is the lack of agility. In this report, we share case studies on how to improve supply chain agility. This report first defines supply chain agility and then shares case studies of agility techniques that work to improve the ability to deliver the same cost, quality and customer service given the rising levels of demand and supply volatility. Each case study is supported by the Supply Chains to Admire financial analysis.
Get ready for 2014 planning by benchmarking the financial performance of your supply chain. Using a database of over 50 metrics with 20 years of data, the Supply Chain Insights team can help you better understand your supply chain potential. This analysis enables visualization of company performance on managing the trade-offs of growth, profitability, inventory/cash cycles and complexity.
We find that each company has a unique pattern in how they managed trade-offs. The analysis helps you benchmark against your peer group and make a conscious choice. Through a deeper understanding of industry averages and outliers, this type of study helps you to better understand your supply chain potential. While many companies have used this service to understand public performance, many leaders have taken it one step further to benchmark divisions or product groups within their companies.
Supply Chain Metrics That Matter – A Focus on Auto Parts Companies 19 SEP 2017Lora Cecere
Report Details: This report is based on analysis of financial balance sheet and income statement data within the Automotive Parts industry, for the period of 2004-2016. The data is collected from YCharts.
Objective: To use the financial balance sheet and income statement data to better understand the state of the Automotive Parts industry supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last 13 years.
Highlight: As the technology for automotive vehicles continues to evolve, it will become more paramount than ever for Auto Parts companies to become more demand-driven in their supply chain planning processes. Companies across the board saw their revenue drop significantly during the 2004-2016 period. Those who redefined their manufacturing and distribution processes, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough. As a result only one company, Autoliv Inc, made the list of Supply Chains to Admire Winners.
Building a Digital Supply Chain - report - 9 APR 2018Lora Cecere
Report Details: This report is based on survey research, financial analysis, and discussions with manufacturers attempting to gain first-mover advantage.
Highlight: Digital innovation needs to be focused on ‘test and learn.’ The convergence of new technologies to redefine the atoms and electrons of the supply chain is quite promising, but there needs to be alignment. Read the report for nine insights on how to move forward.
Analytics Strategies Study - 2017 Survey summary chartsLora Cecere
Report Details: The research for this report was conducted via an online survey from October 24 – December 12, 2017. Surveys were conducted among a mix of business users (manufacturers, retailers, and wholesalers/distributors/co-operatives, n=56) and vendors (software providers, consultants, and third-party logistics providers, n=53), and others (academics, analysts, unemployed, and others, n=28). The analysis focuses primarily on users and vendors. All respondents were required to be at least a little familiar with analytics strategies.
Objective: To understand current analytics strategies and where companies are investing. NOTE: analytics strategies (technologies and tactics) include the Internet of Things (IoT), cognitive computing, Hadoop, Blockchain, data visualization, text mining, data lakes, software robots, unstructured data mining, sentiment analysis, and drones, etc.
Highlight: New forms of analytics offer great potential and opportunities. The greatest value will happen when companies consciously test and learn and redefine processes based on new capabilities. Core to this journey is the alignment of IT and business with a focus on value and business outcomes.
Driving Digital Supply Chain Transformation - A Handbook - 23 MAY 2017Lora Cecere
Insights on driving a digital transformation based on research on new technologies, advisory work with clients, and quantitative research projects. This is a short handbook to help companies get started on their journey to define the digital supply chain.
Supply Chains to Admire - 2017 winners summary chartsLora Cecere
Now in its fourth year, Supply Chain Insights analyzes levels of supply chain performance and improvement for all retail, manufacturing and distribution peer group. The goal of this work is threefold: to help supply chain leaders set realistic supply chain goals; provide industry benchmarks for gauging progress; and recognize companies achieving higher levels of supply chain excellence. Here we share the results of winners and background on the analysis.
Call for Action! Webinar slides for the call for action for other manufacturers and technologists to join the testing of onboarding of community members into a Network of Networks. In this webinar, we share the concepts and the ground rules of the testing and the agenda for the upcoming April session.
Visibility in the supply chain is very important to enable you to not only make proactive decisions, but make sure you are making the right decisions. How far can you currently see into the supply chain today and how are you using that information? In this webcast, Patrick Lemoine will share what respondents are saying about their supply chain visibility from a survey recently conducted by Gatepoint Research.
Managing the demands of government funded healthcare is a certainly a big challenge. Re-Chartering EA to deliver positive business outcomes in the midst of massive healthcare reform is an even bigger challenge. This session will offer key insights and the approach Molina Healthcare has taken in reshaping Enterprise Architecture to tackle hurdles, such as defining how EA aligns with and supports the business, demonstrating the business benefits of an EA program, and how Molina uses Troux to improve the quality of information for decision making through the development of capability maps, standards, and customized roadmaps.
Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014Lora Cecere
Executive Summary
Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient.
Companies want better supply chain visibility. The gaps in current supply chain capabilities are large. While EDI is effective in moving transactional data, it is point to point lacking community interaction.
Companies are seeking new and deeper forms of supply chain visibility through business networks. It takes many forms. It is foundational to deliver on the promise of agility. They want to be more agile and the current IT architectures are not meeting this need.
High level survey findings are:
• Outsourcing is a Reality. It is here to Stay. For the average company, outsourcing of manufacturing and transportation is a reality. In the study, approximately ninety percent of respondents report having some level of outsourcing. Thirty percent outsource forty percent or more of their manufacturing and fifty-five percent outsource at least forty percent of their logistics on a volume basis.
• Supply Chain Visibility has Many Forms. Few are Being Delivered Well. The term supply chain visibility is a nebulous term with many meanings. There is no standard definition. In this report, we share insights on the forms of visibility and the issues with each. Visibility within the company is being addressed by current IT architectures; but B2B architectures to support emerging supply chain visibility requirements are evolving.
• The Gaps in Supply Chain Visibility are Large. The Satisfaction with EDI is high. The Confidence in ERP to Close the Gap is Low. The average company with ERP has seven different ERP instances and forty-nine percent of respondents report ERP spending plays a major role in their IT budget. However, as shown in this report, the gaps for supply chain visibility are high and the confidence that ERP implementations can close the gaps is low. As a result, the extended supply chain runs on EDI and spreadsheets. In the words of one supply chain leader that we interviewed, “Today, it is much like chewing gum, bailing wire and a shoestring.”
In this report, we give an overview of the current state of supply chain visibility--the different forms and the state of each-- and share insights on current levels of importance and performance. We then look critically at current efforts of IT investment/focus and give recommendations on how business users can work with IT teams to close these gaps.
Sales & Operations Planning - The State of the Union - 10 June 2013Lora Cecere
Sales and Operations Planning processes are now in their fourth decade of maturity. The processes are growing more complex. Progress is slow. The infographic below shows the current state of the union of sales and operations into S&OP processes. In this world of uncertainty, good planning matters. Complexity and volatility are escalating. Improving S&OP in a systematic approach, focused on goal evolution and systemic process governance, makes a difference; but, it requires education. A barrier to improvement is the executive team not understanding the supply chain as a complex system. It is the goal of this report to help alleviate this problem.
Executive Summary
No two supply chains are alike, but supply chain leaders across all industries face common challenges. The supply chain is becoming more strategic—an engine of growth and the driver of new business models—to drive new opportunities. For supply chain leaders, it is no longer just a discussion of cost and inventory management.
However, frustration abounds. Companies struggle to improve balance sheet results in the face of rising complexity and slowing growth. While all companies have improved revenue per employee, this efficiency improvement has not translated into operating margin improvements; and while cash-to-cash cycles have improved, it is not due to improvements in inventory positions. Most companies feel stuck, as if they are being held hostage by traditional supply chain practices.
Table 1. Industry Progress Across the Last Decade
In this report, we highlight the current state of supply chains—the supply chain organization, technologies, and process evolution—to enable supply chain leaders to take the next step in their strategy development. This report reflects the current state of supply chains, and is designed as a foundational document for supply chain leaders to build their 2015 strategies.
Understanding the Supply Chain Organization
Improving corporate performance is the driver of today’s supply chain organization. Increasingly, supply chain leaders are adopting new business models—ecommerce, digital business, and growth in new economies—to drive the top line.
Today, for the leader, it is about more than cost management. Instead, it is about the management of a portfolio of metrics to drive corporate performance. The supply chain is a complex system, with increasing complexity, and an increasing importance of driving balance sheet results. It is not easy. Improvement is hard work, and many are stuck. When we analyze financial balance sheet performance for the period of 2000-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Cash flow has been improved through elongating payables, and most companies are struggling to improve inventory in the face of complexity. This is an area of frustration and disappointment for business leaders who want to leverage supply chain technologies and processes to deliver both growth opportunities along with cash and cost savings to the organization.
The reason why? Today, the supply chain organization is traditional, tactical and cautious (see Figure 2). Most leaders would like to have a supply chain that is more agile and proactive. This is not possible with the current state of technologies and processes. To make the shift, companies need to reinvent the supply chain. The processes need to be redesigned outside-in with open sharing through business networks. These new forms of business networks, with many-to-many data models supported by canonical infrastructure, a
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
Presentation prepared for the EyeOn conference on the Future of Supply Chain Technologies to be presented in Rotterdam on November 12th. Small group discussion on the future of supply chain.
Presentation Given at the Annual CSCMP Event on September 25Lora Cecere
Presentation given in the Supply Chain Finance Track on the Supply Chains to Admire. Presentation given by Lora Cecere, Founder of Supply Chain Insights, Sam Borthwick, Research Associate, Supply Chain Insights and Brian Tessier, VP of Innovation, Schneider Electric
Today only one in three business leaders are satisfied with their supply chain. One of the issues is the lack of agility. In this report, we share case studies on how to improve supply chain agility. This report first defines supply chain agility and then shares case studies of agility techniques that work to improve the ability to deliver the same cost, quality and customer service given the rising levels of demand and supply volatility. Each case study is supported by the Supply Chains to Admire financial analysis.
Get ready for 2014 planning by benchmarking the financial performance of your supply chain. Using a database of over 50 metrics with 20 years of data, the Supply Chain Insights team can help you better understand your supply chain potential. This analysis enables visualization of company performance on managing the trade-offs of growth, profitability, inventory/cash cycles and complexity.
We find that each company has a unique pattern in how they managed trade-offs. The analysis helps you benchmark against your peer group and make a conscious choice. Through a deeper understanding of industry averages and outliers, this type of study helps you to better understand your supply chain potential. While many companies have used this service to understand public performance, many leaders have taken it one step further to benchmark divisions or product groups within their companies.
Supply Chain Metrics That Matter – A Focus on Auto Parts Companies 19 SEP 2017Lora Cecere
Report Details: This report is based on analysis of financial balance sheet and income statement data within the Automotive Parts industry, for the period of 2004-2016. The data is collected from YCharts.
Objective: To use the financial balance sheet and income statement data to better understand the state of the Automotive Parts industry supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last 13 years.
Highlight: As the technology for automotive vehicles continues to evolve, it will become more paramount than ever for Auto Parts companies to become more demand-driven in their supply chain planning processes. Companies across the board saw their revenue drop significantly during the 2004-2016 period. Those who redefined their manufacturing and distribution processes, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough. As a result only one company, Autoliv Inc, made the list of Supply Chains to Admire Winners.
Building a Digital Supply Chain - report - 9 APR 2018Lora Cecere
Report Details: This report is based on survey research, financial analysis, and discussions with manufacturers attempting to gain first-mover advantage.
Highlight: Digital innovation needs to be focused on ‘test and learn.’ The convergence of new technologies to redefine the atoms and electrons of the supply chain is quite promising, but there needs to be alignment. Read the report for nine insights on how to move forward.
Analytics Strategies Study - 2017 Survey summary chartsLora Cecere
Report Details: The research for this report was conducted via an online survey from October 24 – December 12, 2017. Surveys were conducted among a mix of business users (manufacturers, retailers, and wholesalers/distributors/co-operatives, n=56) and vendors (software providers, consultants, and third-party logistics providers, n=53), and others (academics, analysts, unemployed, and others, n=28). The analysis focuses primarily on users and vendors. All respondents were required to be at least a little familiar with analytics strategies.
Objective: To understand current analytics strategies and where companies are investing. NOTE: analytics strategies (technologies and tactics) include the Internet of Things (IoT), cognitive computing, Hadoop, Blockchain, data visualization, text mining, data lakes, software robots, unstructured data mining, sentiment analysis, and drones, etc.
Highlight: New forms of analytics offer great potential and opportunities. The greatest value will happen when companies consciously test and learn and redefine processes based on new capabilities. Core to this journey is the alignment of IT and business with a focus on value and business outcomes.
Driving Digital Supply Chain Transformation - A Handbook - 23 MAY 2017Lora Cecere
Insights on driving a digital transformation based on research on new technologies, advisory work with clients, and quantitative research projects. This is a short handbook to help companies get started on their journey to define the digital supply chain.
Supply Chains to Admire - 2017 winners summary chartsLora Cecere
Now in its fourth year, Supply Chain Insights analyzes levels of supply chain performance and improvement for all retail, manufacturing and distribution peer group. The goal of this work is threefold: to help supply chain leaders set realistic supply chain goals; provide industry benchmarks for gauging progress; and recognize companies achieving higher levels of supply chain excellence. Here we share the results of winners and background on the analysis.
Call for Action! Webinar slides for the call for action for other manufacturers and technologists to join the testing of onboarding of community members into a Network of Networks. In this webinar, we share the concepts and the ground rules of the testing and the agenda for the upcoming April session.
Visibility in the supply chain is very important to enable you to not only make proactive decisions, but make sure you are making the right decisions. How far can you currently see into the supply chain today and how are you using that information? In this webcast, Patrick Lemoine will share what respondents are saying about their supply chain visibility from a survey recently conducted by Gatepoint Research.
Managing the demands of government funded healthcare is a certainly a big challenge. Re-Chartering EA to deliver positive business outcomes in the midst of massive healthcare reform is an even bigger challenge. This session will offer key insights and the approach Molina Healthcare has taken in reshaping Enterprise Architecture to tackle hurdles, such as defining how EA aligns with and supports the business, demonstrating the business benefits of an EA program, and how Molina uses Troux to improve the quality of information for decision making through the development of capability maps, standards, and customized roadmaps.
Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014Lora Cecere
Executive Summary
Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient.
Companies want better supply chain visibility. The gaps in current supply chain capabilities are large. While EDI is effective in moving transactional data, it is point to point lacking community interaction.
Companies are seeking new and deeper forms of supply chain visibility through business networks. It takes many forms. It is foundational to deliver on the promise of agility. They want to be more agile and the current IT architectures are not meeting this need.
High level survey findings are:
• Outsourcing is a Reality. It is here to Stay. For the average company, outsourcing of manufacturing and transportation is a reality. In the study, approximately ninety percent of respondents report having some level of outsourcing. Thirty percent outsource forty percent or more of their manufacturing and fifty-five percent outsource at least forty percent of their logistics on a volume basis.
• Supply Chain Visibility has Many Forms. Few are Being Delivered Well. The term supply chain visibility is a nebulous term with many meanings. There is no standard definition. In this report, we share insights on the forms of visibility and the issues with each. Visibility within the company is being addressed by current IT architectures; but B2B architectures to support emerging supply chain visibility requirements are evolving.
• The Gaps in Supply Chain Visibility are Large. The Satisfaction with EDI is high. The Confidence in ERP to Close the Gap is Low. The average company with ERP has seven different ERP instances and forty-nine percent of respondents report ERP spending plays a major role in their IT budget. However, as shown in this report, the gaps for supply chain visibility are high and the confidence that ERP implementations can close the gaps is low. As a result, the extended supply chain runs on EDI and spreadsheets. In the words of one supply chain leader that we interviewed, “Today, it is much like chewing gum, bailing wire and a shoestring.”
In this report, we give an overview of the current state of supply chain visibility--the different forms and the state of each-- and share insights on current levels of importance and performance. We then look critically at current efforts of IT investment/focus and give recommendations on how business users can work with IT teams to close these gaps.
Sales & Operations Planning - The State of the Union - 10 June 2013Lora Cecere
Sales and Operations Planning processes are now in their fourth decade of maturity. The processes are growing more complex. Progress is slow. The infographic below shows the current state of the union of sales and operations into S&OP processes. In this world of uncertainty, good planning matters. Complexity and volatility are escalating. Improving S&OP in a systematic approach, focused on goal evolution and systemic process governance, makes a difference; but, it requires education. A barrier to improvement is the executive team not understanding the supply chain as a complex system. It is the goal of this report to help alleviate this problem.
Executive Summary
No two supply chains are alike, but supply chain leaders across all industries face common challenges. The supply chain is becoming more strategic—an engine of growth and the driver of new business models—to drive new opportunities. For supply chain leaders, it is no longer just a discussion of cost and inventory management.
However, frustration abounds. Companies struggle to improve balance sheet results in the face of rising complexity and slowing growth. While all companies have improved revenue per employee, this efficiency improvement has not translated into operating margin improvements; and while cash-to-cash cycles have improved, it is not due to improvements in inventory positions. Most companies feel stuck, as if they are being held hostage by traditional supply chain practices.
Table 1. Industry Progress Across the Last Decade
In this report, we highlight the current state of supply chains—the supply chain organization, technologies, and process evolution—to enable supply chain leaders to take the next step in their strategy development. This report reflects the current state of supply chains, and is designed as a foundational document for supply chain leaders to build their 2015 strategies.
Understanding the Supply Chain Organization
Improving corporate performance is the driver of today’s supply chain organization. Increasingly, supply chain leaders are adopting new business models—ecommerce, digital business, and growth in new economies—to drive the top line.
Today, for the leader, it is about more than cost management. Instead, it is about the management of a portfolio of metrics to drive corporate performance. The supply chain is a complex system, with increasing complexity, and an increasing importance of driving balance sheet results. It is not easy. Improvement is hard work, and many are stuck. When we analyze financial balance sheet performance for the period of 2000-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Cash flow has been improved through elongating payables, and most companies are struggling to improve inventory in the face of complexity. This is an area of frustration and disappointment for business leaders who want to leverage supply chain technologies and processes to deliver both growth opportunities along with cash and cost savings to the organization.
The reason why? Today, the supply chain organization is traditional, tactical and cautious (see Figure 2). Most leaders would like to have a supply chain that is more agile and proactive. This is not possible with the current state of technologies and processes. To make the shift, companies need to reinvent the supply chain. The processes need to be redesigned outside-in with open sharing through business networks. These new forms of business networks, with many-to-many data models supported by canonical infrastructure, a
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
Blog – Workforce Planning – Job Vacancies and Joh Quality – Canada – May 2023
Average weekly earnings, derived by dividing total weekly earnings by the total number of payroll employees, were $1,170 in March, up 0.9% compared with February. On a year-over-year basis, average weekly earnings increased 4.3% in March, while the Consumer Price Index increased 6.7% during the same period. The March year-over-year increase (+4.3%) was more than double the year-over-year increase observed in February (+2.1%) and January (+2.1%). In general, changes in average weekly earnings can be the result of a number of factors, including wage growth, and special payments such as bonuses, changes in the composition of employment and average hours worked per week.
Overall job vacancies reach all-time high
Across all sectors, Canadian employers were actively seeking to fill more than one million (1,012,900) vacant positions at the beginning of March 2022, a record high. Vacancies increased by 22.6% (+186,400) in the month and were up 60.5% (+382,000) from March 2021 (not seasonally adjusted).
The job vacancy rate, which measures the number of vacant positions as a proportion of all positions (vacant and filled), was 5.9% in March 2022, matching the record high observed in September 2021 (not seasonally adjusted).
Vacancies increase by more than one-third in both accommodation and food services and retail trade
In the accommodation and food services sector, the number of vacancies rose 37.2% (+42,900) in March 2022. Following this increase, employers were seeking to fill a total of 158,100 positions. The job vacancy rate was 12.8%, the highest across all sectors for the 11th consecutive month (not seasonally adjusted).
There were 109,200 job vacancies in retail trade in March, up 37.2% (+29,600) from February. Following this increase, vacancies in the sector were 40.7% (+31,600) higher than in March 2021 (not seasonally adjusted).
Source - https://www150.statcan.gc.ca/n1/daily-quotidien/220526/dq220526a-eng.htm
www.digitalistmag.com – People, businesses, and societies are interacting in ways previously unimagined, reinventing business models and forever altering how the world economy operates. To adapt, thrive and innovate in this new Digital Economy, it is imperative that organizations understand the opportunities and threats that will impact the future of business.
This presentation is a compilation of 99 facts, quotes and predictions on the major innovations and transformations that are defining the Digital Economy, future of work, new customer experience expectations, and need for resource optimization. Each fact represents a key insight, and suggests an opportunity to focus and change to become a more viable, sustainable and growing future business.
Jobvite Survey: Social Recruiting Survey 2013.Sage HR
As job seekers continue to scan the social Web for opportunities, recruiters have adopted social recruiting tactics that have changed the business of hiring. The annual Jobvite 2013 Social Recruiting Survey indicates that the social recruiting trend is on the rise as recruiters continue to retain higher quality candidates through social networks.
Largest proportional decline in vacancies in accommodation and food services
The number of unfilled positions in accommodation and food services declined by 12,300 (-11.1%) to 98,100 in May, the largest proportional decline of any sector. The decline in May followed a cumulative decrease of 9,800 (-8.1%) in February, March and April. The job vacancy rate in the sector was 7.0% in May, down from 7.8% in April. Despite this decrease, the job vacancy rate in this sector remained the highest across all sectors in May.
Job vacancies decrease in health care and social assistance
In the health care and social assistance sector, the number of vacant positions decreased by 12,500 (-8.5%) to 134,500 in May, following little change in March and April. Over the six-month period preceding May, the number of vacancies in the sector ranged from 137,200 in November 2022 to 151,200 in January 2023, while payroll employment has increased by 30,600 (+1.4%) since November 2022.
Retail trade records the lowest number of vacancies since April 2021
There were 78,700 job vacancies in retail trade in May, down by 6,900 (-8.0%) from April and by 30,700 (-28.1%) from May 2022. The number of unfilled positions in the sector in May 2023 was the lowest since April 2021 (77,500). The job vacancy rate in retail trade was 3.8% in May 2023, down by 0.3 percentage points from the previous month and by 1.4 percentage points from May 2022. The year-over-year drop in the job vacancy rate in May 2023 was entirely led by the fall in job vacancies (-6,900; -8.0%), as payroll employment (2,010,800) in the sector was little changed over this period.
Job vacancies up in manufacturing for the first time since September 2022
In manufacturing, the number of unfilled positions increased (+3,700, +6.7%) to 59,000 in May. This increase followed a cumulative decrease of 25,700 (-31.8%) from September 2022 to April 2023.
The number of vacancies rose in two other sectors in May: finance and insurance (+3,000 to 29,900) and management of companies and enterprises (+1,000 to 3,600).
Source - https://www150.statcan.gc.ca/n1/daily-quotidien/230727/dq230727a-eng.htm
Sources and other links:
Top Jobs - https://www.simplilearn.com/highest-paying-jobs-in-canada-article
Housing vs Wages - https://www.numbeo.com/property-investment/country_result.jsp?country=Canada
Job vacancies - https://canadaspodcast.com/article/continuing-steady-downward-trend-in-job-vacancies-statistics-canada/
Private sector - https://www.theorca.ca/commentary/bcbc-private-sector-job-growth-has-flatlined-we-need-to-revive-it-7229303
A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.
River of Demand - ALL RIVERS with QR.pdfLora Cecere
Drawings of demand as a river depicting the issues with flow with the voice overlay of the planner. To hear the voice, scan the QR code at the bottom of the drawing.
Presentation was given at the Longbow presentation on the future of supply chain management and the value of changing processes to make decisions a the speed of business decisions
At the Supply Chain Insights Global Summit, we challenged the audience to think about "social tokens" using this presentation from Luke Layden of Coin Desk.
Today's supply chain processes are inside-out. Outside-in processes, using channel and market data, improve the time to respond. This presentation reflects two years of testing using machine learning to understand the impact on the bullwhip effect and Forecast Value Added.
Now in its ninth year, the Supply Chains to Admire analysis is a study of the progress of each industry sector on the balanced scorecard of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC). Twenty-two companies outperform their peer group, defining and exemplifying supply chain excellence.
Supply Chains to Admire Analysis 2022_2022 presentation.pptxLora Cecere
Supply Chains to Admire is a data-driven analysis based on public reporting of manufacturing and retail companies. The research evaluates which public companies drove improvement while outperforming their peer groups on performance metrics and value for the ten-year period of 2012-2021. The 25 winners are a testimonial to supply chain resilience.
The Role of Analytics In Defining The Art Of The PossibleLora Cecere
Analytics capabilities are evolving faster than organizations can adopt them into their processes. Here we share the research of 92 respondents in their journey to use new forms of analytics in their digital transformation journey.
Why is Sales and Operations Planning So Hard?Lora Cecere
Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value.
In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3. BUGANPRESENTATION3
Only one in two
companies are
satisfied with their
current processes.
Challenge Your
Mental Models
What is possible?
How do we manage
complexity?
Define Supply
Chain
Excellence
Gain Insights
New Forms of
Analytics
There are many
definitions
Define Digital
Learn from others..
Network with
Others
This event is designed for maximum networking.
.
Imagine Supply Chain 2030
4. BUGANPRESENTATION
Draw Your Supply Chain
Supply Chains Focus on Supply
The Customer Gets Lost
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
5. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
Best Practices?
____________________________________________________________________
Source: Supply Chain Insights LLC, Sales & Operations Study ((Mar-May, 2019))
Base: HAVE A S&OP PROCESS -- Total (n=107)
Q29. For each of the following pair of words, please pick the one that best describes your company’s supply chain today.
Higher than other answer at 90% or higher level of confidence
40%
39%
37%
37%
37%
33%
28%
33%
32%
39%
30%
37%
22%
41%
27%
29%
23%
33%
25%
45%
31%
0
0
0
0
0
0
0
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Independent silos
Cautious
Fixed
Reactive
Uncontrollable
Room for improvement
Inside-out
Supply Chain Descriptors*
Aligned
Risk-taking
Agile
Proactive
Controlled
Working well
Outside-in
WORSE BETTER
Strengths
Challenges
6. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
Do We Have Best Practices?
Or Functional Excellence?
Efficient Silos Do Not Drive Value
7. BUGANPRESENTATION
A Need For A Balanced Scorecard Focused On Value
Supply Chain Insights Global Summit 2019
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
15. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
• Too many measurements.
• A focus on functional
performance.
• Singular cost goals.
• Short-term focus.
• Lack of awareness of industry
performance (what is
possible).
• Confusion between financial
reengineering and the delivery
of value.
Mistakes Made
16. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
Same Problems With No Resolution
____________________________________________________________________
Source: Supply Chain Insights LLC, Sales & Operations Study (Mar-May, 2019)
Base: HAVE A S&OP PROCESS -- Total (n=107)
Q37. When it comes to doing your job, which of the following are your top 5 elements of business pain? Please select no more than five.
50%
50%
48%
35%
34%
31%
29%
25%
25%
24%
24%
22%
21%
18%
17%
16%
2%
0% 20% 40% 60% 80% 100%
Supply chain visibility
Cross-functional alignment
Demand and supply volatility
Ability to use data
Executive team understanding of the supply chain
Organizational change management
Availability of skilled people to do the job
Software usability
Increasing speed of business
Management of value network relationships
Innovation
Globalization
Product quality and supplier reliability
Risk management
Clarity of business strategy
Increasing regulations and compliance
Other
Top Five Elements of Business Pain for Respondents
Top
Elements of
Pain
18. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
Let’s Start with People
____________________________________________________________________
Source: Supply Chain Insights LLC, Talent Study (2019)
Base: All Respondents (n=229)
Q22. Which 3 of the following supply chain-related positions do you think is in most DEMAND today?
50%
41%
37%
35%
32%
22%
20%
17%
17%
16%
8%
Data Scientist
Demand Planner
Supply Planner
S&OP Planner
Information Technologist (IT)
Network Planning Analyst
Financial Analyst
Procurement Buyer
Customer Service
Transportation Planner
Manufacturing Planner
Top Three Supply Chain Positions in Demand
Top
Tier
Middle
Tier
Bottom
Tier
19. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
69%
76%
69%
62%
69%
71%
64%
79%
87%
66%
83%
2017
Overall Job Satisfaction 2019 vs. 2017
58%
54%
61%
55%
55%
65%
58%
56%
100%
56%
66%
Total
Baby Boomer
Generation X
Millenial
Male
Female
End User
Vendor
Academic
Mostly/ All Office
Equally + Remote
2019
____________________________________________________________________
Source: Supply Chain Insights LLC, Talent Study (2019)
Base: All Answering: 2019 – Total (n=205), Baby Boomer (n=28), Generation X (n=119), Millennial (n=58), Male (n=137), Female (n=68), End-User (n=155), Vendor (n=48), Academic (n=2),
Mostly/All Office (n=164), Equally + Remote (n=41) -- 2017 -- Total (n=426), Baby Boomer (n=89), Generation X (n=246), Millennial (n=90), Male (n=313), Female (n=113), End-User (n=288),
Vendor (n=107), Academic (n=30), Mostly/All Office (n=340), Equally + Remote (n=86)
Q8. Overall, how satisfied [are][were] you with your [current][most recent] job? *Showing those rating 4-5
O Significantly Higher compared to group indicated at 90% level of confidence or higher
Vs. Millennials
Vs. Both
20. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
46%
34%
30%
25%
25%
24%
22%
22%
20%
20%
19%
14%
10%
9%
7%
4%
3%
Competitive salary
Challenging work
Flexible work arrangements
Office location
Work-life balance
Company/products/services you believe in
Financially secure company
Reasonable commute time
Comprehensive benefits
Working with a talented team
Diversity of people and ideas
Appreciated for your work
Corporate image
Training/professional development
Leaders you admire
Profit sharing
Clear career path
2019
Top Tier
Middle
Tier
Bottom
Tier
41%
53%
35%
26%
38%
35%
22%
27%
21%
36%
24%
30%
18%
18%
16%
6%
7%
2017
Five Best Things About Your Job – 2019 vs. 2017
____________________________________________________________________
Source: Supply Chain Insights LLC, Talent Study (2019)
Base: All Answering -- 2019 (n=205), 2017 (n=426)
Q9. What [are][were] the 5 BEST things about your [current][most recent] job? Please select no more than five.
21. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
TOP 3 CHALLENGES Facing Companies Regarding
Supply Chain Employees – 2019 vs. 2017
____________________________________________________________________
Source: Supply Chain Insights LLC, Talent Study (2019)
Base: All Business Employee Answering – 2019 (n=226), 2017 (n=395)
Q19. What do you think are the top 3 challenges facing COMPANIES today related to their supply chain employees?
56%
43%
39%
35%
35%
20%
18%
16%
9%
7%
6%
Finding employees with the right skills and/or experience
Lack of training on next generation supply chain thinking
Lack of executive understanding and support of supply chain
Reluctance to embrace new ways of thinking and working
Problems incorporating technology and software
Difficulty providing work/life balance for employees
Not enough people for the work required
High employee turnover
Lack of support from the Human Resources department
Retirement of key supply chain employees
Difficulty hiring people in specific countries
2019
Top Tier
Middle
Tier
Bottom
Tier
48%
54%
28%
47%
35%
22%
14%
16%
11%
11%
6%
2017
22. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
Five Most IMPORTANT Skills For Supply Chain EMPLOYEES – 2019 vs. 2017
____________________________________________________________________
Source: Supply Chain Insights LLC, Talent Study (2019)
Base: All Respondents – 2019 (n=229) , 2017 (n=500)
Q20. In your opinion, what are the 5 most important skills or characteristics for an EMPLOYEE to have in the supply chain work environment today?
51%
46%
44%
44%
39%
36%
33%
30%
28%
27%
23%
23%
20%
20%
6%
Is a problem-solver
Has strong analytical skills
Has strong oral communication skills
Is able to see the big picture
Works well with others
Can think out of the box
Can embrace diversity in people and ideas
Is able to see cause & effect
Is able to handle conflict peacefully
Has a strong work ethic
Is a good listener
Is able to take constructive criticism
Has strong written communication skills
Has good attention to detail
Is able to follow instructions
2019
Top Tier
Middle
Tier
Bottom
Tier
64%
59%
24%
50%
38%
41%
21%
36%
18%
33%
18%
15%
14%
38%
5%
2017
32. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
S&OP Satisfaction is Declining
____________________________________________________________________
Source: Supply Chain Insights LLC, Sales & Operations Study (Mar-May, 2019)
Base: HAVE A S&OP PROCESS -- Total (n=107)
Q11. When compared to your peer companies, how would you rate the effectiveness of your [primary] S&OP
process? SCALE: 1=Not at all effective, 5=Extremely effective
Q13: When you compare your current state of S&OP, how does it compare to the process three years ago?
SCALE: 1=Not at all effective, 5=Much more effective
*NOTE: Respondents answered for the S&OP process with which they are personally most familiar
Extremely effective, 5%
Effective
30%
Neutral
44%
Not effective
22%
Effectiveness of Primary S&OP Process*
35%
rate their primary
S&OP process as
EFFECTIVE
Extremely effective, 34%
Effective
31%
Neutral
28%
Not effective, 8%
Comparison of Current State of S&OP Three Years Ago
65%
rate their current
state of S&OP
process as
EFFECTIVE
33. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
SAP Users Fare Worse
____________________________________________________________________
Source: Supply Chain Insights LLC, Sales & Operations Study ((Mar-May, 2019))
Base: HAVE A S&OP PROCESS -- Effective S&OP (n=30), Other (n=54)
Q13: When you compare your current state of S&OP, how does it compare to the process three years ago? SCALE: 1=Not at all effective, 5=Much more effective
AB Higher than other group at 90% or higher level of confidence
SAP APO vs. Other Process
SAP APO Other
A B
Much more effective 13% 35% A
4 40% 31%
3 43% 30%
2 - 2%
Not at all effective 3% 2%
Average of Ratings 3.60 3.96 A
34. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
The process is out of
balance with an
emphasis on sales
and marketing
processes
Easily balancing plans horizontally
between the sales/marketing teams
and the operations teams
The process is
out of balance with
an emphasis on operations
(logistics, manufacturing, and
procurement)
More focused on the S
21%
Balanced between the
S and the OP
41%
More focused on the OP
36%
Ability to Balance Primary S&OP Process
57%
out of balance
The Need for Balance
____________________________________________________________________
Source: Supply Chain Insights LLC, Sales & Operations Study (Mar-May, 2019)
Base: HAVE A S&OP PROCESS -- Total (n=107)
Q15. How would you rate your company’s ability to balance the “S” and the “OP” in the evolution of your [primary] S&OP process (even if you call it something else)?
NOTE: Respondents answered for the S&OP process with which they are personally most familiar
36. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
Alignment
78%
96% 94%
74%
88% 87%
79%
94%
48% 53% 48%
54%
39%
60%
70%
50%
64% 65%
59%
77%
30%
39% 35%
48%
-38% -36%
-24% -23% -23% -21% -21% -18% -18% -14% -13%
-7%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
120%
New Product
Dev't &
Distrib'n
Sales and
Operations
Manufact'g
&
Procuremt
Operations & IT Finance &
Operations
Sales & Finance Marketing &
Finance
Sales &
Marketing
Marketing & IT Finance & IT Sales and IT CSR
&
Operations
Team Alignment: Importance vs. Performance*
Importance Performance Gap (Perf - Impt)
Greatest Gaps Between
Importance and Performance
____________________________________________________________________
Source: Supply Chain Insights LLC, Sales & Operations Study (Mar-May, 2019)
Base: HAVE A S&OP PROCESS -- Total (n=107)
Q34. In your opinion, how important is it for each of the following pairs of teams to be aligned? SCALE: 1=Not at all important, 7=Extremely important
Q35. How aligned do you believe that these same pairs of teams actually are at your company? SCALE: 1=Not at all aligned, 7=Extremely aligned
*Showing those rating elements 5-7 on 7-point scale; CSR = Corporate social responsibility
39. BUGANPRESENTATION
Supply Chain Insights Global Summit 2019 Twitter: #supplychain2030
Wrap-up
1. We must learn to unlearn to
relearn.
2. What got us here is not the
answer for the future.
3. Innovation makes much of what
we have today legacy.
4. Moving forward takes courage.
5. The opportunities are great.